Employee Citizenship Behaviour and Job Satisfaction in Tertiary Institutions in Edo State

International Journal of Trend in Scientific Research and Development (IJTSRD)
Volume 6 Issue 5, July-August 2022 Available Online: www.ijtsrd.com e-ISSN: 2456 – 6470
@ IJTSRD | Unique Paper ID – IJTSRD50582 | Volume – 6 | Issue – 5 | July-August 2022 Page 1081
Employee Citizenship Behaviour and Job
Satisfaction in Tertiary Institutions in Edo State
Izuagie Mark1
, Prof S. A Anah2
, Dr. G. C Mgbemena2
1
Department of Business Administration, Auchi Polytechnic Auchi, Edo State, Nigeria
2
Department of Business Administration, Chukwuemeka Odumegu University, Igbaria Campus, Nigeria
ABSTRACT
This paper examined employee citizenship Behaviour and Job
Satisfaction in selected tertiary institutions in Edo State. This study
used selected tertiary institutions in Edo State which included:
University of Benin, Benin City; Ambrose Alli University, Ekpoma
and Auchi Polytechnic, Auchi. The objective of this study is to
examine the extent to which Altruism affects challenging work, How
conscientiousness determine employee recognition and how courtesy
determine employee commitment in Tertiary institution in Edo state.
The study covered both the academic staff and non teaching staff of
these institutions. The population of this study comprises the three
tertiary institutions under study is 11,608; two thousand, two hundred
and twenty seven (2227) staff of Auchi Polytechnic Auchi, Ambrose
Alli University, Ekpoma we have three thousand five hundred and
twenty nine (3529) and for University of Benin, Benin City. Six
thousand and fifty two (6052) which includes both academic and
non-academic staff making a total of 11,608. The study employed
one thousand and seventy three (1073) employees (respondents) as
the sample size of this study. 5-point Likert scale was used to
measure the responses of the respondents. The analytical tool used
was E-view version 7.0. The findings showed that Altruism (AUTM)
negatively affects challenging work in tertiary institution in Edo
State. Conscientiousness positively impacts on Employee
Recognition and Courtesy positively impacts employee commitment
in tertiary institutions The study concluded that Employee citizenship
behavior and job satisfaction in tertiary institutions in Edo State are
driven by the level of courtesy (CURT) and Conscientiousness
(CUOS). Altruism (AUTM) negatively affects job satisfaction in
tertiary institutions. The study further recommended amongst others
that all Edo State owned tertiary institutions should enhance the level
of Organizational Citizenship Behaviors by investing on acceptable
ECB that will install conscientiousness on the worker because if it is
higher, job satisfaction among employees will improve and
institutional goals will be achieved.
KEYWORDS: Employee Citizenship Behaviour, Job Staisfaction,
Altruism, Sportmanship, Courtsy, Consciencioutness, Civic virtue
How to cite this paper: Izuagie Mark |
Prof S. A Anah | Dr. G. C Mgbemena
"Employee Citizenship Behaviour and
Job Satisfaction in Tertiary Institutions
in Edo State"
Published in
International Journal
of Trend in Scientific
Research and
Development (ijtsrd),
ISSN: 2456-6470,
Volume-6 | Issue-5,
August 2022, pp.1081-1095, URL:
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Journal. This is an
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INTRODUCTION
Understanding employees and how they think and
feel about their jobs, as well as what employees are
willing to dedicate to the achievement of
organizational goals are an area that management of
an organization has to pay so much attention. These
in addition to other factors may also enhance job
satisfaction of employees which is considered as
forecaster of performance. Job satisfaction results
from employees’ perception of their job and satisfied
employees tend to be positive about their job.
Robbins (2013) opines that factors such as pay, job
itself, supervision of the organization, and more can
affect employee satisfaction
IJTSRD50582

International Journal of Trend in Scientific Research and Development @ www.ijtsrd.com eISSN: 2456-6470
Job satisfaction in the context of this study is an
emotional response to a job situation; it can only be
inferred and it is often determined by how well
outcome meets or exceeds expectations so it cannot
be seen. Moreso, in organizations where some
employees feel they are working harder than others
but they are receiving fewer rewards, they would
probably have a negative attitude towards their job,
their boss and even co-employees. However, if such
employees feel that they are being treated very well
and are being paid equitably, they are likely to have
positive attitudes towards their job. Job Satisfaction is
also an essential facet of employee performance
which affects an organization’s performance and
success, besides motivation. It is related to how
employees perceive their job, happy or not like or
dislike. Aziri, (2011) suggests that job satisfaction has
been identified as a major requirement for tertiary
institutions which aim to achieve excellence in their
operations. In a similar view, Itiola, Odebiyi and
Alabi (2014) presents job satisfaction as the extent to
which a worker is content with the rewards he or she
gets out of his or her job particularly in terms of
intrinsic motivation .
Employee citizenship behaviors, on other hand, are
work behaviors that are defined as individual
behaviors beneficial to organizations, not directly
recognized by the formal reward system. Employee
Citizenship Behaviors are thought to have an
important impact on the effectiveness and efficiency
of work teams and organizations, therefore
contributing to the overall organizational productivity
(Cannel, 2008 as cited in Ngugi, 2017). Davoudi
(2012), puts it clearly that it assists management to
evaluate the working environment, motivation and
satisfaction of their team members. Furthermore, by
having good citizens within the organization through
ECB, the effectiveness of an organization will be
achieved from the workers in the organization. This
behavior supports an organization, where there is
possibility to grow when employees go beyond their
formal duties and responsibilities to reach the
organization’s goals by assisting their colleagues.
Employee citizenship behaviour (ECB) is a kind of
behaviour which is beyond the officially assigned
duties of a worker in an organisation. It represents a
kind of behaviour which is formed by the employee
voluntarily based on the individual’s personal
intentions. In other words, employee citizenship
behaviours are those desirable behaviours that are not
enforceable by the organisation, though essential for
effective work processes and the smooth running of
the organization (Olowokere, 2012). In addition,
employee citizenship behaviours (ECB) are important
parts and predictors of employee job satisfaction
(Ngugi, 2017). It is also a very important area in
meeting targets, getting to stated objectives and
achieving organizational goals. It helps to create a
template which has become necessary in the daily
operations of any organization to be able to survive
and compete in the era of globalization. Similarly, it
has garnered much academic attention since its
conception and it is perceived to be something
intangible.
Contemporarily, employee’s attitude significantly
impacts the competitive position of an organisation.
In principle, ECB can be exhibited by employees no
matter the type of organisation in four different
trajectories. The first way an employee can
demonstrate ECB is when he/she shows willingness
to identify with the organization; the second is when
an employee shows the readiness and willingness to
render assistance to colleagues when needed; the third
is when a worker does not show any parochial or
selfish pursuit of profits in the course of performing
his/her duty; the final demonstration of ECB by an
employee is when such an employee exhibits total
dedication to one’s work (Hsieh, Lang & Chen,
2010).
The most commonly held definition of ECB is that
these specific employee behaviors share three
characteristics: They are discretionary (not required
by the job), they are formally unrewarded, and they
contribute positively to organizational performance
(Mamman, Kamoche, & Bakuwa, 2012) Meanwhile,
gains in performance connected with OCB can be
attributed to the positive impact these behaviors have
on the social environment of the organization (Jain,
Giga, & Cooper, 2011) Organisations especially
tertiary institutions cannot afford to neglect essential
needs of the workforce job satisfaction through
exhibition of high organizational citizenship behavior
(Itiola, Odebiyi, Alabi, 2014).
Many studies from various sectors and employment
supported the significant relationship between job
satisfaction and organistional citizenship behaviour
(Ibrahim et al., 2013; Unal, 2013; Mehboob, 2012;
Mohammad et al., 2011; Foote and Tang, 2008). But
the relationship between JS and OCB suffers from
inconsistent findings while some studies support the
positive relationship between JS and OCB others
have concluded that there is no relationship between
these variables.
Although a number of studies have been devoted to a
study on organisatonal citizenship behavior and job
satisfaction (Itiola, Adebiyi & Alabi, 2014) none has
yet specifically examined employee citizenship
behavior and job satisfaction in tertiary institutions to

the best of our knowledge. This is where this study
attempts to make a contribution.
Statement of the Problem
Due to the dynamism of technology, pressure to
achieve organizational goals, the need to improve
organizational performance through minimizing cost
and maximizing income, there is great need to
improve on employee citizenship behavior in the
educational institutions. With the right employee
behavior, higher educational institutions in
developing African countries like Nigeria can
effectively and efficiently manage the challenges
ranging from poor leadership at top management
level to poor implementation of change in the
organization. Employee citizenship behaviors (ECBs)
are discretionary employee behaviors, such as helping
fellow employees or voluntarily promoting the
organization, that are important contributors to
several aspects of performance in organizations. One
of the defining aspects of ECBs is that these
behaviors are offered freely by employees; they are
engaged in voluntarily. For some employees, these
kinds of behaviors may be considered expected or
required as part of the employee’s in-role job
prescriptions. There have been so many studies
focusing on the impact of OCB on Job satisfaction,
however, none of these several studies used focused
on Employee Citizenship Behaviour (ECB) on Job
satisfaction in tertiary institution in Nigeria. Hence
this research intends to examine the negative and
positive behaviors exhibited by employees for the
purpose of increasing efficiency of organizational
performance.
Objectives of the Study
The broad objective of this study is to examine
employee citizenship behavior and Job Satisfaction.
The specific objectives include:
1. To examine the relationship between Altruism on
challenging work in tertiary institutions in Edo
State
2. To investigate the level of conscientiousness on
employee recognition in tertiary institutions in
Edo State
3. To find out the influence of Courtesy on
employee commitment in tertiary institutions in
Edo State
Research Questions
In light of the above, the study seeks to address the
following questions.
1. To What extent does Altruism affects challenging
work in tertiary institution in Edo state?
2. To what extent does conscientiousness determine
employee recognition in Tertiary institution in
Edo state?
3. To what extent does courtesy determine employee
commitment in Tertiary institution in Edo state?
Statement of Hypothesis
The hypotheses to be tested in this study are stated in
null form as follows:
Ho: There is no significant relationship between
Altruism and challenging work in Tertiary institutions
in Edo state
courtesy and employee recognition in Tertiary
institutions in Edo state
conscientiousness and employee commitment in
Tertiary institutions in Edo state
LITERATURE REVIEW
Job satisfaction
It is commonly accepted that job satisfaction is a
contributing factor to the physical and mental well-
being of the employees; therefore, it has significant
influence on job-related behaviours such as
productivity, absenteeism, turnover rates and
employee relations (Becker, 2004). It also plays an
important role in improving the financial standing of
organizations (Aronson, Laurenceau, Sieveking, &
Bellet, 2005). Thus, understanding job satisfaction of
employees is an important organizational goal
(Aronson, Laurenceau, Sieveking, & Bellet, 2005).
The most popular definition of job satisfaction is
given by Locke (1983), who defined job satisfaction
as a pleasure of positive emotional state resulting
from the appraisal of one's job experience. This
definition consists of both cognitive (an appraisal of
one's job) and affective (emotional state) elements,
denoting the degree to which individuals feel positive
or negative about their jobs.
Job satisfaction refers to the satisfaction an individual
derives from the intrinsic and extrinsic aspects of his
or her job (Loi & Ngo, 2010). When people
experience satisfaction with their career success,
advancement, income, new skill development, and
career goal obtainment, they not only show cognitive
appraisals of the fairness of the social exchange
between their input and the reward from their
coworkers, supervisors, and organizations, they also
show cognitive appraisals of the fairness between
their personal input and reward. In other words,
people not only attribute their career success mainly
to their personal factors, but also partially to others,
including coworkers, supervisors, and organizations.
Thus the researcher can suggest that a more career-
satisfied or job satisfied person is more indebted to
others.

It is assumed that job satisfaction is the essential
factor of the effectiveness of an organization;
therefore, it is important to manage employees who
have needs and wants both. By understanding
employees and their needs and wants, job satisfaction
can be used as good parameters of employee
effectiveness (Aziri, 2011). Ozturk (2010), defined
job satisfaction as the emotional feeling of
gratification that is experienced by an employee due
to many factors of work Robbins and Judge [2013],
defined job satisfaction as “a positive feeling about
the job resulting from an evaluation of its characters”,
where an employee who has a high level of
Satisfaction will tend to positive toward his job, and
on the other side, an employee who has a low level of
satisfaction will defiantly tend to be negative towards
his job.
While based on Ahmed [2012], Job satisfaction is “an
attitude that individuals had about their job” which in
other words, depends on the idea of employees
towards their job. He further asserted that Job
satisfaction explains whether employees are happy or
not, as well as the fulfillment of their needs and wants
when doing their jobs, which can influence their
motivation, morals, and reaching target in the
organization, also, if the employees are happy, in
other words, satisfied, they will likely to keep
working in the organization. Arif and, Chohan (2012),
suggested that job satisfaction can affect both social
and economic aspects of an organization. It is assume
that employees who perform well in their job are
definitely satisfied, which makes them to remain in
the organization and also becoming more devoted to
the organization.
Dimensions of Job Satisfaction
1. Employee Recognition: Recognition is made
based on the response of the accomplished work.
It is a vital instrument to encourage employees
and it rewards them in return for the work that has
benefited the organization. Moreso, recognition is
an integral component of a wining strategic
reward system. It is a way of acknowledging
people before their peers for desired behavior or
even for accomplishment achieved, actions taking
or having a positive attitude (Nelson,2004)
2. Challenging Work: The work and its condition
from the employees’ point of view that leads to
job satisfaction, whether the work is challenging,
appealing, and valuable for them (Unal, 2012).
Boulanger (2013) also suggested that the
difficulty of task perhaps will encourage and
predict ECB among employees. Thus if
individuals have high social exchange, they
would reciprocate assistance regardless of the job
difficulties.
3. Employee Commitment: Allen and Mayer
(1990) cited in Dixit and Bhati (2012) claim that
commitment is a psychological state that bind the
individual to the organization. More so, Meyer
and Allen (1997) also cited in Dixit and Bhati
(2012) also see commitment as a psychological
state that characterizes the employee’s
relationship with the organization and has
implication for the decision to continue
membership in the organization. Employee
commitment is the important assert of the
organization that is in the learning process as well
as the development stage. Employee commitment
is also important because high levels of
commitment lead to several favorable
organizational outcomes. It reflects the extent to
which employee’s identify with and organization
and is committed to its goals.
Employee Citizenship Behaviour
In any organization or company there are tasks that
are not part of certain employee duties and
responsibility, thus an expected work should be
anticipated by employees when unfathomable
conditions happen. So, a satisfied employee will show
their citizenship behavior whereas a dissatisfied
employee will be reluctant to show their citizenship
behavior [Miao 2011); therefore, satisfaction plays an
important role in the existence of citizenship behavior
in an organization.
Employee citizenship behavior is set of behaviors that
are not part of the formal requirements of the job, but
helps the effectiveness of work and organizations.
Employees often consider these behaviors optional.
Therefore, they cannot be officially recognized.
(Masoud, Sadeghi, Ahmadi & Yazdi, 2016) It
involves voluntary and informal behaviors that can
help co-workers and the organization. Opatha (2009)
provides examples of behaviors which include
helping others to perform their duties, working
overtime willingly when necessary, and coming to
work on a holiday for a special need of the
organization by sacrificing a personal trip planned to
go on with family members. He also mentions that
citizenship refers to the degree to which the
employees are willing to engage in non-official
behaviors that help the organization achieve its goals,
as they love or wish its success and progress. He
further mentions that it involves a state in which an
employee works for the benefit of the organization in
addition to what he/she is supposed to perform on the
job. An organization will benefit from encouraging
employees to engage in OCB, because it has been

shown to increase productivity, efficiency and
customer satisfaction, and reduce costs and rates of
turnover and absenteeism (Podsakoff, Whiting,
Podsakoff & Blume, 2009).
Furthermore, ECB is a spontaneous initiative taken by
staff, hence management can promote ECB in their
workplace through employee motivation, as well as
giving them the opportunity to display ECB; that is,
creating a workplace environment that not only
allows for, but is conducive and supportive of CB
(Organ, Podsakoff & MacKenzie, 2006).
Management should also be educated about ECB, and
consider having OCB included in performance
evaluations in order to actively encourage it among
employees.
Employee citizenship behavior (ECB) has garnered
much academic attention since its conception. It is
perceived to be something intangible; ECB is not
always formally recognized or rewarded, and
concepts like ‘helpfulness’ or ‘friendliness’ are also
difficult to quantify. Yet ECB has been shown to have
a considerable positive impact at the organizational
level, enhancing organizational effectiveness from 18
to 38% across different dimensions of measurement
(Podsakoff, MacKenzie, Paine & Bachrach, 2000;
Ehrhart, 2004).
Dimensions of Organisation Citizenship Behaviour
Based on previous researches like Ghasem, Masoud,
and Maryam (2016), Norasherin, Rohaida, Mozhdeh,
Siti, Nor (2016). The researcher used similar
variables to measure ECB. This includes:
1. Altruism: Organ (1997) cited in Basirudin,
Basiruddin, Mokhber, Rasid and Zamil (2016)
sees altruism as a voluntary action of helping a
colleague to deal with work related problems,
such as helping in accomplishing tasks how to use
equipment and more. It is an action outside the
requirements of employees’ jobs.
2. Conscientiousness: Conscientiousness is referred
to adherence with the standards, guidelines and
regulations of the organization (Basirudin,
Basiruddin, Mokhber, Rasid & Zamil, 2016).The
behavior that goes beyond what is required by the
organization, such as punctuality and adherence
to the organization’s rules and regulations. A
more conscientious employee will tend to “be
attached” to organization for longer than those
who don’t.
3. Courtesy: Courtesy involves helping others by
taking steps to avoid problem among colleagues
as well as consulting before taking actions
(Mohammad, Habib, & Alias, 2011) It is a
behavour that’s done in order to avoid undesirable
conditions happening with other employees, such
as given prior notice of changing schedule or
prior notice of meetings, conflict will lessen if
employees are courteous
Fig 1: Conceptual model
Source: Researchers Conceptualization
Theoretical Framework
This study is anchored on social exchange theory (SET) propounded by Thorndike (1935) as Cited in Igudia &
Ohue, (2018). The theory sees social exchange as a process of interactive exchanges between different people.
The theory views human interactions and exchanges as a kind of results-driven social behaviour.
Employee Citizenship
Behaviour
Altruism
Conscientiousness
Job Satisfaction
Employee
Committment
Courtesy
Challenging
Work
Employee
Recognition

The social exchange theory is often used to examine various aspects of employee reciprocity including OCB
(Hopkins, 2002). This theory proposes that "gestures of goodwill" are exchanged between employees and the
organisation as well as between subordinates and their supervisors when particular action warrants reciprocity
(Hopkins, 2002). Integral to both social exchange and reciprocity is the fact that individuals are connected
through mutual dependencies. This dependency is a characteristic of the relationship between the employees and
the organisation.
The social exchange theory and the norm of reciprocity explain the analogy of maintaining the balance of social
exchange between employees and the organisation. Some researchers have suggested that OCB fits into two
categories. The first category consists of those behaviours that directly impact the balance of the social exchange
between employees and the organisation, that is, OCB directed toward the organisation (OCBO). The second
category is made up of those behaviours that have an indirect impact and are directed toward individuals (OCBI)
(Lee & Allen, 2002; Williams & Anderson, 1991). Lee and Allen (2002) rationalized this position by arguing
that because OCB is a deliberate attempt to maintain the balance in a social exchange between employees and
the organisation, it is reasonable to suggest that this behaviour on rationalization of the employee’s personal
goals, is more directly intended to benefit the organisation.
The fundamental concept of the theory is centred on cost and reward believing that human decisions and
behaviour are driven by the comparison of cost and rewards. In brief, the pillars of social exchange theory (SET)
can be put into five central elements:
i.) Behaviour is predicated upon the notion of rationality ii) Relationship is based on reciprocation iii) Social
exchange is based on a justice principle iv.) Individuals will seek to maximize their gains and minimize their
costs in the exchange relation v.) Individuals participate in a relationship out of a sense of mutual benefit rather
than coercion
Empirical Review
Altruism and Challenging work
Altruism is described as helpfulness or simply helping others such as co-workers, clients, associates or bosses
(Organ, 1997). Altruism is a discretionary behavior which by considering organization relations and tasks, aims
to assist others. Altruism in simple words means helping or helpfulness. Altruism means helping other members
of the organization in their tasks In showing the relationship between Altruism and Challenging work,
employees should give voluntary helping hand to coworkers who are overloaded, absent, or finding it difficult to
perform their tasks.
Itiola, Odebiyi Alabi (2014) examined the impact of organizational citizenship behavior dimensions on job
satisfaction among academic staff in Osun State owned tertiary institutions. A well-structured questionnaire was
used to collect data from 80 respondents through simple random sampling method. Multiple regressions was
used to analyze the data collected in order to determine the impact of independent variables OCB dimensions on
dependent variables (JS). Result revealed that altruism has significant impact on job satisfaction.
Mohammad and Saima, (2015) examined the factors affecting organisational citizenship behaviour in selected
business organisations in Bangladesh. Using a population of 250, with a sample size of 150 respondents and
employing factor analysis, the findings identified organisational loyalty, altruism, civic virtue, sportsmanship,
courtesy, conscientiousness, organizational compliance, problem concern, individual initiatives and self-
development as dimensions of organisational citizenship behaviour which impact organisational performance.
Conscientiousness and Employee Recognition
Conscientiousness is referred to adherence with the standards, guidelines and regulations of the organization.
Conscientiousness is a discretionary behavior to assist organization which employees normally go beyond their
duties. Conscientiousness can also be seen as dedication to the job which exceed formal requirements such as
working long hours, and volunteer to perform jobs besides duties. Hence we can bring out a relationship between
Conscientiousness and Employee Recognition by the employee showing more dedication and accountability to
work, knowing that such dedication comes with a reward from management.
Kılınç and Ulusoy (2014) carried out a research on organizational citizenship behavior and organizational silence
are among the factors which affect employee performance in organizations. The purpose of the study was to
determine organizational citizenship behavior, organizational silence, employee performance among physicians
and nurses, and the evaluation of the relationship between them. The population of the study comprised 742
nurses and doctors working in Cumhuriyet University, Health Services Research and Application hospital, and
the sample was 317. The personal information form was used to collect data of the participants in the study, it

was determined that the nurses exhibited more conscientiousness and total organizational citizenship behavior (p
<0.01), and greater performance (p <0.05) than did the faculty physicians. The study reveals that the relationship
between the organizational citizenship behavior and employee performance was tested and the relationship was
considered to be statistically significant. There was a positive significant relationship between the employee
performance and the conscientiousness of organizational citizenship behavior, the relationship between the
employee performance.
Obamiro, Ogunnaike and Osibanjo, (2014) examined the relationship between organisational citizenship
behaviour, hospital corporate image and performance in selected hospitals in Lagos State, Nigeria. With a
sample size of 298 patients and employing the structural equation model (SEM), the study revealed that hospitals
can increase their performance level through organisational citizenship behaviour and their conscientious
corporate image because such behaviours help to enhance customer loyalty.
Courtesy and Employee Commitment
Courtesy involves helping others by taking steps to avoid problem among colleagues as well as consulting
before taking actions (Mohammad, 2011). Courtesy includes activities which help to avoid emergence of
probable issues which is due to interaction with others. When courtesy is matched with employee commitment,
it produces a result that leads to higher motivation and satisfaction of workers.
Osaro and Jeremiah (2014) investigated the determinants of citizenship behaviour in Nigerian organisations as
well as the demographic variables that mediate the level at which it is manifested. The study adopted the survey
research design. Employees from both public and private organisations were involved in the study. The
questionnaire was used to elicit data on the variables in the study. Data was analysed using both descriptive and
inferential statistics. The study revealed that citizenship behaviour in Nigerian organisations is predicted by the
personality of individual employee commitment. It was recommended that Nigerian organisations should
implement measures aimed at improving affective commitment workplace.
Chang, Tsai and Tsai, (2010) examined the influence of organisational citizenship behaviours and organisational
commitment on organisational performance in selected Taiwan manufacturing companies. 12 companies were
investigated with a response rate of 52.5% (105/200). The study used the structural equation modeling (SEM)
for its analysis. The result shows that organizational citizenship behavior and organizational commitment could
positively influence organizational performance. It also found that organizational citizenship behaviours can
positively influence organisational commitment.
Yu-Je, Chao and Chin-Lang, (2012) also examined how OCB can impact organizational performance of Taiwan-
Listed family businesses. Using a sample size of 250 respondents, the study used the interview method to collect
data from chiefs and managers of Taiwan-listed family businesses. Using the structural equation modelling
(SEM), the study found that employee loyalty has a direct positive but no significant effect on organizational
performance whereas OCB has a significant effect on organizational performance.
Uzonwanne (2014) investigated the effect of OCB on the service delivery of oil workers in Nigeria using the
Nigerian National Petroleum Corporation (NNPC) as the case study. With a sample size of 300 respondents,
using T-test and ANOVA for the data analysis, the study found that the exhibition of OCB by NNPC employees
very strongly impacts the service delivery capacity and efficiency of the NNPC as an organization.
Ozturk (2010) investigated the determinants of organizational citizenship behavior among knowledge workers:
the role of job characteristics, job satisfaction, and organizational commitment. Using a sample size of 225
knowledge workers from four different industries, such as Defense, IT Telecommunication, Software, and
Banking. Data was collected through paper-pen based questionnaires and web based questionnaires. The results
of the current study indicated that while job satisfaction and affective commitment fullymediate the relationship
between job characteristics and OCB, normative commitment partially mediates this relationship.
Research Gap
Studies have been focusing on the impact of OCB on Job satisfaction Uzonwanne (2014), Yu-Je, Chao and
Chin-Lang, (2012), Chang, Tsai and Tsai, (2010), Kılınç and Ulusoy (2014); In addition to this, a large number
of research focusing on job satisfaction have been reviewed in selected literatures. Itiola, Odebiyi Alabi (2014),
Osaro and Jeremiah (2014), Obamiro, Ogunnaike and Osibanjo, (2014), Ozturk (2010).
However, none of these several studies used focused on Employee Citizenship Behaviour (ECB) on Job
satisfaction in tertiary institution in Edo state, Nigeria. As a result, it presents a gap which this paper tends to fill
by evaluating Employee Citizenship Behaviour on Job Satisfaction.

Methodology
Research Design
This study adopted the previous study of other researchers on the effect of employee citizenship on job
satisfaction in tertiary institution in Edo state. The model for the study is expressed by the various form of job
satisfaction and Employee Citizenship Behaviour.
Population of the Study
The population of this study comprises the three tertiary institutions under study is 11,608; two thousand, two
hundred and twenty seven (2227) staff of Auchi Polytechnic Auchi, Ambrose Alli University, Ekpoma we have
three thousand five hundred and twenty nine (3529) and for University of Benin, Benin City. Six thousand and
fifty two (6052) which includes both academic and non-academic staff making a total of 11,608
Determination of sample Size
The sample size was determined using Taro Yamane formula
The formular for Taro Yamane is given below as follows:
n = N
1 + N (e)2
Where n = Sample Size
N = Population Size
e = error margin
For Auchi Polytechnic
n = 2227
1 + 2227(0.05)2
n = 2227
1 + 2227 (0.0025)
n = 2227
1 + 5.5675
n = 2227
6.5675
n = 339
Note: the Same Process was used in calculating the sample size of the other two institutions which are 359
Ambrose Alli University and 375 for University of Benin respectively. This study adopts Purposive sampling
technique in selecting the sample elements and on the whole 1073 respondents were considered for this study.
Method of Data Collection
Based on the focused of this study, the researcher adopts the primary method through the use of questionnaire in
collecting data because the researcher was also interested in generating data directly from the subject without
only relying on already existing data. The questionnaire was well designed and structured with the five(5) point
Likert scale of Strongly Agreed (5), Agreed (4)Undecided (3) Disagreed (2) and Strongly Disagree (1)
Validity of Data
The validity of the data was censured by having objective questions in the questionnaire. This was achieved by
pre-testing the questionnaire to be used to identify and change any ambiguous awkward question in this study.
Reliability of Data
In the case of reliability of research instrument, The researcher compute the Cronbach’s alpha (Cronbach’s,
1951) which is a measure of reliability. More specifically, alpha is a lower bound for the true reliability of the
survey. Mathematically, reliability is defined as the proportion of the variability in the responses to the survey
that is the result of differences in the respondents. The Cronbach‘s Alpha value was found to be 0.77 and this
implies that the data collection instrument to be used is reliable.
Model Specification
The model for the studyassumes an underlying behavior of courtesy, consciousness and altruism on job satisfaction
in tertiary institution in Nigeria. The model is stated below as follows:

Employee Citizenship Behaviour =f (courtesy, consciousness and altruism) (1)
Job satisfaction=f(Challenging work, Employee Recognition & Employee Commitment) (2)
JOBS=f(COUS+ AUTM+ CURT) (3)
Where,
JOBS = Job satisfaction
CURT= Courtesy
COUS= Job satisfaction
AUTM=Atrium
α s are parameters, while e is an error term.
Specified OLS Model
JOBS=a0+a1COUS+a2AUTM+a3CURT+e (4)
The apriori expectations of the model suggests that courtesy and consciousness impacts positively and altruism
impacted negatively on job satisfaction.
This Research used both primary and secondary sources. Secondary data was mainly sourced from journals,
conference paper, books, e-books, reports etc. Extracts from these sources helped in the literature review section
of the study. The primary source uses structured questionnaire segmented into sections and interviews. On the
other hand, primary data generated from staff of selected tertiary institution in Edo State. A total of 1500
questionnaires were administered to participants in the survey. Only 1280 was returned and 1078 was used as
sample for the study because it meet all stratification evaluating effect of citizenship employee’ on job
satisfaction in tertiary institution in Nigeria. The questionnaires were structured on a five point Likert scale with
respondents given options ranging from strongly agree (SA) to the lowest point of strongly disagree (SD) that is
4-point likert scale. E-view version 7.0 was used in the data analysis.
Results of Analysis
Results of the analyses were reported in table 1 and 2 respectively. It is usually conventional to examine the
stationaritypattern of the employee citizenship behaviour on job satisfaction variables under study. Table 1 below
shows the results of the trend pattern of the variables used in this study.
Table 1 Unit Root Test Results
Variable Order ADF Critical Value at 5% Prob.<0.05 Decision Conclusion
D(JOBS) I(1) -4.1569 -3.6949 0.0330 No unit root Stationary
D(AUTM) I(1) -5.3179 -3.6949 0.0394 No unit root Stationary
D(COUS) I(0) -4.1615 -3.5196 0.0215 No unit root Stationary
D(CURT) I(1) -4.6962 -3.5196 0.0170 No unit root Stationary
Source: E-views 7.0 Extracts
Job satisfaction (JOBS), Altruism (AUTM), and Courtesy (CURT) variables were stationary at level, I(1) using
ADF value greater than critical value at 5%. In addition, the associated probability values were all less than 0.05 at
5%. The variable of consciousness (COUS) was also stationarity at level I(0). However, the variables were co
integrated at order 2. The variables produce a stationaryseries, then thereis possibilityofco integration amongthem.
There is existence of long-run relationship between effects of citizenship employee’ on job satisfaction in tertiary
institution in Nigeria. Ordinary least squares estimate is performed in table 1
OLS Estimation
The result of error correction representation of the model is reported in table 2.
Table 2 OLS Estimate Results
Dependent Variable: JOBS
Method: Least Squares
Date: 17/07/19 Time: 12:28
Sample: 1 1078
Included observations: 8

Variable Coefficient Std. Error t-Statistic Prob.
CURT 0.454295 0.000109 2.700467 0.0438
COUS 0.372867 11.23587 6.448984 0.0076
AUTM -0.152798 0.001272 -2.199966 0.1152
C -0.010346 0.250477 -0.041304 0.9696
R-squared 0.745507 Mean dependent var 1.643834
Adjusted R-squared 0.672851 S.D. dependent var 0.376748
S.E. of regression 0.134341 Akaike info criterion -0.907703
Sum squared resid 0.054142 Schwarz criterion -0.858052
Log likelihood 8.630810 Hannan-Quinn criter. -1.242578
F-statistic 13.01334 Durbin-Watson stat 2.789081
Prob(F-statistic) 0.030762
Estimation Command:
=========================
LS JOBS AUTM COUS CURT C
Estimation Equation:
=========================
JOBS= C(1)*AUTM + C(2)*CUOS + C(3)*CURT + C(4)
Substituted Coefficients:
=========================
JOBS = 0.45295* CURT + 0.372867*COUS -0.152798AUTM
Source: E-views 9.0 Extracts
Theresults from theOLS equationsinTable2suggested
that courtesy (CURT) and consciousness (CUOS)
variables of the model equation have positive impact on
job satisfaction (JOBS) in tertiary institution in Nigeria.
However, altruism (AUTM) has negative effect on job
satisfaction (JOBS). In testing the hypotheses, the result
shows that Courtesy (CURT) and consciousness
(CUOS) variables impacted significantly on job
satisfaction (JOBS). Therefore, thenullhypotheses(Ho)
of the courtesy (CURT) and consciousness (CUOS)
variables were rejected in favour of the alternative
hypotheses (H1) at 5% level. With respect to the sign
and magnitude, courtesy (CURT) and consciousness
(CUOS) variable revealed key factors influencing job
satisfaction (JOBS)in tertiaryinstitution. This implies a
unit change in the courtesy (CURT) and
conscientiousness (CUOS) will account 45.3% and
37.2% for job satisfaction (JOBS). Altruism (AUTM)
has negative effect on job satisfaction (JOBS) by
15.2% decrease in job satisfaction (JOBS). The model
for estimating citizenship employee and the job
satisfaction is highly fitted at 0.7455(75%) and about
67.3% of the total variation in job satisfaction (JOBS)
can be explained by the variables (altruism (AUTM),
consciousness (CUOS), and courtesy (CURT)).
Durbin Watson statistic (2.79) indicated that there is
no presence of first order serial autocorrelation as the
values fell within the 2.0-4.0 rule of thumb. Hence,
the variables of citizenship employee are well
selected to measure the job satisfaction.
Findings
The research on the effect of employee citizenship
behavior on job satisfaction in tertiary institution in
Nigeria, finding reveals that:
1. Altruism (AUTM) negatively affects challenging
work in tertiary institution in Edo State. This is in
conformity with the study that was carried out by
Odebiyi (2014)whose findings revealsthatthereisa
negative relationship between Altruism and
Challenging work.
2. Consciousness (CUOS) positively impacts on
Employee Recognition which supports Kilinc and
Ulusoys (2014)whosefindingsrevealsthatthereisa
positive relationship between Employee job
performance and Conscientiousness of Employee
Citizenship behavior
3. Courtesypositivelyimpacts employee commitment
in tertiaryinstitutions whichconformswiththework
carried out by Osaro and Jeremiah (2014) whose
findings reveals that a positive relationship exist
between courtesy and employee commitment.
Conclusion
Employee citizenship behavior and job satisfaction in
tertiary institutions in Edo State are driven by the
level of courtesy (CURT) and Conscientiousness
(CUOS). Altruism (AUTM) negatively affects job
satisfaction in tertiary institutions.

Recommendations
Based on the findings and conclusion of this research
the following recommendations are made that:
1. Research on ECB in higher education should
include empirical studies that consider additional
inferred variables with potential association with
ECB. Potential effects of Altruism should be
investigated.
2. Therefore, all Edo State owned tertiary
institutions should enhance the level of
Organizational Citizenship Behaviors by
investing on acceptable ECB that will install
conscientiousness on the worker because if it is
higher, job satisfaction among employees will
improve and institutional goals will be achieved.
3. Therefore, priority should be given to courtesy
that will encourage employees to be more
committed
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Appendix I
Department of Business Administration
Faculty of Management Sciences,
School of Postgraduate Studies
Chukwuemeka Odumegwu University
Igbaram campus
8th
JULY, 2019
Dear Respondent,
I am a PhD student of the above named department and institution carrying out a research study on Employee
Citizenship Behaviour and Job Satisfaction in an organization.
I would appreciate your assistance in answering the following questions, which are veryimportant to the success
of this study. The information is purely for academic purpose. I assure you that your responses to the questions
will be treated with utmost confidence as they will be used for only academic purpose.
Thanks for your anticipated cooperation
Yours faithfully,
Izuagie Mark
Questionnaire
EMPLOYEE CITIZENSHIP BEHAVIOUR AND JOB SATISFACTION
Section A: Personal Data
Instruction: Please tick ( ) in the appropriate box that correspond with your views in each case.
1. Sex: (a) Male [ ] (b) Female [ ]
2. Marital Status: (a) Single [ ] (b) Married [ ] (c) Divorced [ ]
3. Qualification: (a) WASSCE/NECO/NABTEB [ ] (b) ND [ ] (c) HND [ ](d) B.Sc./B.Ed/B.Tech [ ](e)
M.Sc./MBA/MPA/M.Ed/M.Tech. [ ] (f) Ph.D [ ] (g) Others (please specify)

4. Age: (a) 15 – 25 yrs [ ] (b) 26 – 35 yrs [ ] (c) 36 – 45 yrs [ ] (d) 46 – 55 yrs [ ] (e) 56 yrs and above [ ]
5. Department: _______________________________________
6. Position/Rank: _____________________________________
7. Length of Service: (a) 0 – 5 yrs[ ] (b) 6 – 10 yrs[ ] (c) 11 – 15 yrs[ ] (d) 16 – 20 yrs[ ] (e) 21 – 25 yrs [ ]
(f) 26 – 30 yrs [ ] (g) 31 yrs and above [ ]
8. Number of children (as at the time of this survey) (a) 0 () (b) 1-2 () (c) 3-4 () d. 5 and above ()
9. Age of Children (a). 0-4yrs (b). 5-9 yrs (c) 10-14yrs (d) 15 and above
10. Religion: (a) Christianity () (b) Islam () (c) others Pls Specify__________
S/N STATEMENT SA A D SD
Conscientiousness
1.
My employer has an attractive organisational policy that attracts and retain
employees
2. The policy in my organisation promotes Employee citizenship Behaviour
3.
Individual hours are decoupled from operating hours that recognise the peak &
troughs of work activities in my organization
4.
Increased sophisticated, affordable and functional technologies have made it
more feasible for me to keep contact with work and promotes Employee
Citizenship .
Courtesy
5.
My organization values courtesy as a standard behavior for promoting Job
satisfaction
6. The organization fails to appreciate any extra effort from me
7. The organization encourages friendliness on job delivery
8. The organization account for timeliness of employee
Altruism
9. The organization really cares about my well being
10.
Voluntary action of employee by helping coworkers increases Employee job
satisfaction in organization
11.
I am committed to my job because my organization promotes and maintains
Employee Citizenship Behaviour
12. I am committed to helping others who have heavy work loads
JOB SATISFACTION
Challenging Work
13. There are opportunities for Promotion of jobs well done
Employee Recognition
14.
The Organization encourages additional payment of Wages and Salaries for jobs
well done
Employee Commitment
15. The amount of time my job takes makes increased performance to be achieved
Where:
SA = Strongly Agreed
A= Agreed
SD = Strongly Disagreed
D= Disagreed

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